2 The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Department of Defense. Copyright 2003 by Carnegie Mellon University. NO WARRANTY THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN "AS-IS" BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. Use of any trademarks in this report is not intended in any way to infringe on the rights of the trademark holder. Internal use. Permission to reproduce this document and to prepare derivative works from this document for internal use is granted, provided the copyright and No Warranty statements are included with all reproductions and derivative works. External use. Requests for permission to reproduce this document or prepare derivative works of this document for external and commercial use should be addressed to the SEI Licensing Agent. This work was created in the performance of Federal Government Contract Number F C-0003 with Carnegie Mellon University for the operation of the Software Engineering Institute, a federally funded research and development center. The Government of the United States has a royalty-free government-purpose license to use, duplicate, or disclose the work, in whole or in part and in any manner, and to have or permit others to do so, for government purposes pursuant to the copyright license under the clause at For information about purchasing paper copies of SEI reports, please visit the publications portion of our Web site (

7 Abstract Capability Maturity Model Integration (CMMI ) provides a framework for improving the processes organizations use to develop, deliver, and maintain products and services. This technical note presents one organization s interpretation of CMMI best practices for organizations that primarily provide services. Service organizations can use this example interpretation of CMMI practices to inform management and staff about how CMMI practices apply to their work. The interpretation will also help appraisal team members ensure that implemented practices provide the business value necessary to satisfy the goals for quality process improvement that are stated in the CMMI models. Capability Maturity Model and CMMI are registered in the U.S. Patent and Trademark Office by Carnegie Mellon University. CMU/SEI-2003-TN-005 v

8 vi CMU/SEI-2003-TN-005

9 1 Systems Engineering and Integration Services The process improvement concepts embedded in CMMI are based on sound principles developed by Juran, Shewhart, and Deming [Juran 88, Shewhart 31, Deming 86] that were applied successfully in the manufacturing communities for over 60 years. CMMI best practices are focused on product development and maintenance, but can be applied to service development, maintenance, and delivery as well. You will find that many best practices easily apply to both products and services. Others require some interpretation to apply equally as well. This technical note was developed by members of a service organization who considered how CMMI best practices applied to their environment. Much of this technical note is relevant to other service organizations. However, the section that addresses engineering best practices is more specifically applicable to the authors organization. It is important to remember that this is an example of the type of interpretations that a service organization may want to provide to services management and staff to help them understand how CMMI practices apply to their work. Such interpretations also help appraisal team members to assure that implemented practices are providing the business value necessary to satisfy the goals for quality process improvement captured in the CMMI models. As you read through this technical note, decide which interpretations are a good fit for your organization, which do not need any interpretation, and which might need another interpretation to maximize business value. The service organization used as an example for this technical note provides Systems Engineering and Integration (SE&I) services. In this organization, service teams provide customers with a diverse set of management and technical services. Although these teams may not produce physical products such as cars, computers, tanks, airplanes, software programs, and missiles, the services they provide are essential to the use of existing products or the development of new products. Because of the vital nature of these services, CMMI recognizes them as products on their own. These service teams function in an operational environment like those discussed in the technical note, Interpreting Capability Maturity Model Integration (CMMI) for Operational Organizations [Gallagher 02]. These teams either provide complete services or function as part of a larger team structure. These teams may provide services for government, military, commercial, or international customers, or for other parts of their own organization. CMU/SEI-2003-TN-005 1

10 1.1 SE&I Team Functions The functions of teams that provide SE&I services are found in a wide variety of application domains, including the following: Systems Engineering and Technical Assistance (SETA) organizations that support government or commercial acquisition activities by providing project planning assistance, technical advice, and engineering activity monitoring Independent Verification and Validation (IV&V) providers that objectively evaluate the correctness of engineering activities or products against their specifications Installation of application systems or hardware environments on behalf of government or commercial operations Trusted agents that are given the authority to control projects on the behalf of operational organizations and that provide expertise in some technical or management domain Assistance in re-engineering operational processes within an organization, usually to take advantage of an existing or new information system On-call assistance providers that supply multi-tier help desks to support fielded products or services Organizations that provide services can use CMMI best practices to integrate sound management and engineering practices across their management and technology services. Implementing CMMI practices affords higher levels of customer satisfaction, reduced service times, lower costs, improved continuity of services, and increased value of both technical and management services. 1.2 Life-Cycle Model The life-cycle model used by the organization that serves as the example for this technical note is the Vee model [Arunski 99]. Service organizations that provide SE&I services do not usually develop hardware or software products and may not provide a wide variety of tasks and functions. The specific service and the part of the organization that provides the service are dependent on customer tasking and project organization. While providing SE&I services, organizations typically provide their own basic management functions to ensure the stability, consistency, and quality of these services while making a fair profit. 2 CMU/SEI-2003-TN-005

11 The tables in the following sections demonstrate how CMMI process areas (PAs), specific goals, and specific practices can be interpreted for service organizations. The PA name, goal, and practice statements are identical to the language in the CMMI V1.1 models. While we have applied the use of interpretive information intentionally broadly, in some cases No Further () was needed, and that has been indicated in the appropriate boxes. CMMI practices can be used for process improvement in most service organizations with little interpretation. However, by providing interpretation like what is contained in this technical note, organizations can ensure that CMMI interpretation is consistent and straightforward throughout the organization to all that need to know model practices. This technical note offers one service organization s documented interpretations based on its use of CMMI best practices. CMU/SEI-2003-TN-005 3

12 2 Applying CMMI Practices to Service Organizations An organization s decision to invest in process improvement should be an informed one based on understanding the strategic and tactical importance of each of its business objectives. Service organizations, like product development organizations, begin this investment in process improvement by developing a list of prioritized business objectives. Using CMMI to help meet these business objectives is relatively straightforward since a CMMI model is a collection of best practices that are applicable across a wide variety of domains. The next step in this investment activity is to align these prioritized business objectives with the practices in the CMMI PAs. These practices are useful tools for improving the service organization s activities. The basic management activities in service organizations are the same as the management activities in development, sustainment, or operational organizations. In service organizations, services are the primary products; therefore, these organizations must plan their service activities, provide these activities within cost and schedule constraints, please their customers, and maintain high levels of quality. 2.1 CMMI Model Characteristics This technical note does not provide details on the structure and characteristics of CMMI models. However, this section of the technical note is necessary to understand the interpretations provided in other parts of the technical note. CMMI models are available in two representations: staged and continuous. This technical note is based on the implementation of a CMMI model with a continuous representation since it is the representation used by the example organization referenced in this technical note. There are four PA categories (i.e., Project Management, Support, Engineering, and Process Management) in the continuous representation of the CMMI models. Each of these categories consists of multiple PAs. Each PA contains goals and related practices. Table 1 lists these categories, their constituent PAs, and descriptions of related business objectives typical of a service organization. Table 1 also shows the relationships of the PAs in each of the four PA categories to the objectives of a service organization. In the Project Management and Support PAs, the project management practices of service organizations are very similar to the practices of development organizations. While the business objectives are quite similar in the Engineering 4 CMU/SEI-2003-TN-005

13 and Process Management PAs, the processes, practices, and work products are quite different. Service organizations implementing CMMI best practices can benefit from an early understanding of these interpretations. Sections 3 through 6 of this technical note will explore each of the Process Area Categories, interpreting the practices of the process areas comprising each. Table 1: CMMI PAs and Related Business Objectives CMMI PA Categories and PAs Project Management: Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management Risk Management Quantitative Project Management Integrated Teaming Support: Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution Organizational Environment for Integration Engineering: Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Related Business Objectives of Services Organizations 1. Maintain detailed service plans that include the budget and schedule needed to support the customer. 2. Manage the costs and schedule associated with the service. 3. Effectively manage suppliers of tools or resources vital to the success of the service. 4. Integrate the delivery of the service with other projects and stakeholders. 5. Plan for current and future risks to the service project. 6. Establish predictability in their services. 7. Plan and deploy teams that provide the customer base a best value in dynamic environments. 1. Control technical and management work products. 2. Ensure their services meet quality objectives and customer requirements. 3. Understand the measures of cost, profitability, and the cost of quality. 4. Make informed and justifiable selections of products or techniques for their customers. 5. Track service issues to root causes and eliminate them. 6. Provide services, including (in the case of SE&I) establishing work environments that enable engineering and integration tasks. 1. Develop and manage their service requirements. 2. Provide services that (in the case of SE&I) provide technical stability and support all aspects of product development and fielding. 3. Ensure that interfaces are compatible prior to their integration. 4. Provide technical support to ensure that products are implemented correctly. 5. Confirm that performed services satisfy their service requirements. 6. Evaluate the suitability of acquired products and services. CMU/SEI-2003-TN-005 5

14 Process Management: Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational Innovation and Deployment 1. Build and maintain a service culture. 2. Implement and improve processes to support predictable successful execution. 3. Train staff members to perform service functions. 4. Measure the effectiveness and performance of processes. 5. Introduce new service methods, technologies, and functions. 2.2 CMMI Capability Levels The degree to which an organization chooses to standardize and improve its processes is determined by implementing the generic practices, which are organized by capability level. A capability level describes the extent to which a service organization may select to achieve best practice objectives within the organization. Table 2 contains a brief description of CMMI capability levels and how they apply to the functioning of service organizations. Selecting a targeted capability level, like the selection of PAs, is an investment decision made by the organization. The continuous representation is based upon a staircase implementation of the generic practices in each PA. For more information on these practices, please refer to a CMMI V1.1 reference model [SEI 02a & SEI 02b]. Table 2 contains descriptions of the implementation of each capability level in a service organization: Table 2: Capability Levels and Associated Implementation Capability Level Level 0: Incomplete Level 1: Performed Level 2: Managed Level 3: Defined Level 4: Quantitatively Managed Level 5: Optimizing Implementation in a Service Organization The organization implements only some applicable specific practices. The organization lacks the necessary processes for sustaining service levels. The organization manages and reacts, but is not able to strategically predict costs of services and compete with lean competitors. The organization anticipates changes in its environment and plans, but still lacks the ability to forecast changing costs and schedules of services. The organization statistically forecasts and manages performance against selected cost, schedule, and customer satisfaction levels. The organization can reduce operating costs by improving current process performance or by introducing innovative services to maintain their competitive edge. Sections 3 through 6 of this technical note provide interpretations of CMMI best practices from the four PA categories to tasks typical of a service organization. 6 CMU/SEI-2003-TN-005

15 3 Interpreting Project Management for Service Organizations The management functions in product-less organizations are both numerous and vary widely among organizations. Despite this variation, the management tasks typically include planning the costs of providing multiyear service support; implementing these services under a fixed, level-of-effort budget (at least in the case of SE&I organizations); maintaining consistent staff support; managing numerous vendors; and effectively controlling risks. The best practices in the Project Management PAs are as directly applicable to service organizations as they are to development organizations. Tailoring and implementing these practices provides service organizations with techniques for cost and schedule control, supplier management, vendor management, and risk management. 3.1 Planning Resources Project Planning PA One of the difficult challenges in managing service contracts is found in estimating and planning resources, including staff, facilities, and special equipment required to provide the service. Planning the labor mix is complicated because of the unique skills that are required, typically at different times in the service contract. Implementing the practices of the Project Planning PA covers the activities necessary to manage the typical challenges in planning resources, managing risks, and achieving customer satisfaction objectives. Table 3 provides interpretations of the specific practices of the Project Planning PA for service organizations. Table 3: of the Project Planning (PP) PA SG 1: Estimates of project planning parameters are established and maintained. SP Establish a top-level work breakdown structure (WBS) to estimate the scope of the project. Determine how many different types of services and service levels, required resources, and schedules are needed for the duration of the contract. SP Establish and maintain estimates of the attributes of the work products and tasks. Determine the parameters (e.g., size or complexity attributes) that drive the effort required to provide the services. CMU/SEI-2003-TN-005 7

16 SP Define the project life-cycle phases upon which to scope the planning effort. Determine for each service type, an activity flow diagram to baseline resource cost and schedule estimates. This activity flow shows activity dependence and timing that is needed for resource estimations. SP Estimate the project effort and cost for the work products and tasks based on estimation rationale. Determine the effort and cost using an established rationale. Use data from past projects (or service contracts) that were similar and successful. Include data about necessary management functions. Use lessons learned data, where available, from past service projects or projects of a similar nature. SG 2: A project plan is established and maintained as the basis for managing the project. SP Establish and maintain the project s budget and schedule. SP Identify and analyze project risks. Identify the risks in providing the services to the customer for the life of the project. SP Plan for the management of project data. SP Plan for necessary resources to perform the project. SP Plan for knowledge and skills needed to perform the project. SP Plan the involvement of identified stakeholders. SP Establish and maintain the overall project plan content. SG3: Commitments to the project plan are established and maintained. SP Review all plans that affect the project to understand project commitments. SP Reconcile the project plan to reflect available and estimated resources. SP Obtain commitment from relevant stakeholders responsible for performing and supporting plan execution. 8 CMU/SEI-2003-TN-005

17 3.2 Managing Costs and Schedule Project Monitoring and Control PA Service contracts (particularly SE&I service contracts) are typically planned to run on a level of effort, perhaps with an award or incentive fee. Providing a constant level of service in a changing customer environment while meeting quality objectives requires that project performance be monitored regularly. The practices in the Project Monitoring and Control PA provide useful techniques for implementing and maintaining control of cost and schedule for a service contract. Table 4 provides interpretations of the specific practices of the Project Monitoring and Control PA for service organizations. Table 4: of the Project Monitoring and Control (PMC) PA SG 1: Actual performance and progress of the project are monitored against the project plan. SP Monitor the actual values of the project planning parameters against the project plan. Determine if the current cost and staffing levels are still consistent with that needed to produce the required service types, levels, and quality requirements. SP Monitor commitments against those identified in the project plan. Monitor the availability of planned resources and committed tools, facilities, and project artifacts. SP Monitor risks against those identified in the project plan. Regularly determine if the status of each project risk has changed and implement corrective action as required. This status check should include retiring old risks and entering new risks. SP Monitor the management of project data against the project plan. Monitor the service team to ensure that it is consistently using data reporting formats and implementing planned access control methods. SP Monitor stakeholder involvement against the project plan. Monitor communication activities to ensure that the customer and team members receive timely project information. SP Periodically review the project s progress, performance, and issues. Conduct regularly scheduled progress reviews to check on service activities, including their current status and likely future status. Document and resolve issues. SP Review the accomplishments and results of the project at selected project milestones. Set up service milestone reviews, such as completion of a significant service or contract phase and the introduction of new services. CMU/SEI-2003-TN-005 9

18 SG 2: Corrective actions are managed to closure when the project s performance or results deviate significantly from the plan. SP Collect and analyze the issues and determine the corrective actions necessary to address the issues. Understand the extent and causes of issues to estimate resources that are required to correct the individual issue and possibly prevent similar issues. SP Take corrective action on identified issues. Decide whether corrective action is possible and cost effective, and whether preventive action is justified or the issues are temporary. SP Manage corrective actions to closure. Monitor and assure closure of assigned corrective actions by focusing on possible collateral impacts throughout the service community. 3.3 Managing Suppliers Supplier Agreement Management PA The profitability of a service organization often reflects its success in managing multiple suppliers for its customers. Timeliness, quality, and reliability of supplier deliveries are crucial in achieving objectives for various service types and levels. In addition to performing due diligence in the selection of supporting service suppliers, service organizations should establish a formal acceptance process for the supplier s service to assure the required performance and quality requirements are met. The practices in the Supplier Agreement Management PA help service organizations with supplier selection, including commercial off-the-shelf (COTS) selection, contracting, and supplier performance monitoring. Table 5 provides interpretations of the specific practices of the Supplier Agreement Management PA for service organizations. Table 5: of the Supplier Agreement Management (SAM) PA SG 1: Agreements with the suppliers are established and maintained. SP Determine the type of acquisition for each product or product component to be acquired. Determine the best contract type for each supplier based on factors such as service type, service level, and schedule. SP Select suppliers based on an evaluation of their ability to meet the specified requirements and established criteria. Use references, historical performance, financial stability information, and where appropriate, process capability information to make informed supplier selections. Focus on past performance records in responsiveness in initiating and sustaining service levels. SP Establish and maintain formal agreements with the supplier. Establish formal agreements with selected suppliers that include terms and conditions protecting the service organization when problems in quality and timeliness of services occur. Consider using Terms and Conditions for penalties for not meeting service requirements and incentives for meeting and exceeding. 10 CMU/SEI-2003-TN-005

19 SG 2: Agreements with the suppliers are satisfied by both the project and the supplier. SP Review candidate COTS products to ensure they satisfy the specified requirements that are covered under a supplier agreement. Develop and implement a COTS selection process to ensure the COTS products with the best value are selected. The selection process should emphasize meeting performance requirements and stability requirements as well as minimizing dependence on third parties. SP Perform activities with the supplier as specified in the supplier agreement. Monitor supplier contracts to ensure that the products/services meet the delivery schedule and performance requirements documented in the supplier agreement. SP Ensure that the supplier agreement is satisfied before accepting the acquired product. Develop and document in the supplier agreement formal acceptance criteria and a methodology for acceptance of the product or service. SP Transition the acquired products from the supplier to the project. Manage the transition of these products and services to your organization and to your customer s organization. Estimate the resources required to ensure a smooth transition to existing service functions. 3.4 Managing Risks in Contracts Risk Management PA Risk management for service organizations shares the same challenges of predicting, understanding, and managing potential future issues as with development organizations. Risks in providing services stem from potential disruptions of service from suppliers at critical times; inadequate staffing in needed, highly specialized technical areas; rapid changes in customer missions and operations; and general inability to support the customers daily routines, such as solving difficult technical problems. The practices in the Risk Management PA provide the techniques for predicting, understanding, and managing risks that are applicable to service organizations. Table 6 provides interpretations of the practices of the Risk Management PA for service organizations. Table 6: of the Risk Management (RSKM) PA SG 1: Preparation for risk management is conducted. SP Determine risk sources and categories. Develop categories of risks that significantly threaten to disrupt the service organization s ability to meet service performance objectives. SP Define the parameters used to analyze and categorize risks, and the parameters used to control the risk management effort. Using these categories, define the risk parameters to help manage resources as well as protect service levels and objectives. Risk parameters include probabilities, impacts, and costs of mitigation. CMU/SEI-2003-TN

20 SP Establish and maintain the strategy to be used for risk management. Develop and implement a risk mitigation strategy based on identified threats of disruption of service types and levels. Include in this strategy a review schedule of the current risks as well as emerging risks. SG 2: Risks are identified and analyzed to determine their relative importance. SP Identify and document the risks. List the known risks that will disrupt service types and levels. SP Evaluate and categorize each identified risk using the defined risk categories and parameters, and determine its relative priority. SG 3: Risks are handled and mitigated, where appropriate, to reduce adverse impacts on achieving objectives. SP Develop a risk mitigation plan for the most important risks to the project, as defined by the risk management strategy. Develop risk mitigation plans for significant risks that include such things as alternative service suppliers and contingency plans. The risk mitigation plans should define thresholds for determining when acceptable risk levels have been exceeded and mitigation plans should be implemented. SP Monitor the status of each risk periodically and implement the risk mitigation plan as appropriate. 3.5 Integrating with Other Project Functions Integrated Project Management PA Service organizations often consist of stove-piped groups (i.e., teams or functions) that need to be integrated for effective and efficient delivery of services. Unless such groups can be managed in an integrated way, the service organization cannot react to changing conditions and cannot be expected to achieve the full spirit of CMM Integration SM. For example, SE&I organizations typically function in one of three different environments. The first environment is on site with the customer. The second environment is in the service organization s own facility. The third environment is a facility belonging to a third party that the customer wishes the organization to monitor or support. In addition and independent of the actual location, the project management functions are often initially provided by the customer. Such non-centralization of management services may lead to the development of stove pipes that are often obstacles to the ability of the organization to react to changing conditions. Integrating these stove pipes provides an infrastructure for more efficient support SM CMM Integration is a service mark of Carnegie Mellon University. 12 CMU/SEI-2003-TN-005

21 of the services provided by the services organization. Unless this authority can be gained by the SE&I organization, it cannot be expected to achieve the full spirit of CMM Integration. In any case, an integrated management infrastructure that is integrated with the services being delivered is important to effectively providing integrated service functions in different environments, and expanding services to new customers. Such an integrated infrastructure also helps achieve the desired coordination in implementing necessary changes due to a change in the scope of the work. Table 7 provides interpretations of the specific practices of the Integrated Project Management PA for service organizations. Table 7: of the Integrated Project Management (IPM) PA SG 1: The project is conducted using a defined process that is tailored from the organization s set of standard processes. SP Establish and maintain the project s defined process. Tailor the service processes of the organization for the specific service contract. SP Use the organizational process assets and measurement repository for estimating and planning the project s activities. Use the service organization s process assets (e.g., lessons learned, cost models of maintaining service levels) in planning for the specific service contract. SP Integrate the project plan and the other plans that affect the project to describe the project s defined process. Integrate service management and support function plans with the plans for other existing functions, including functions for providing related services. SP Manage the project using the project plan, the other plans that affect the project, and the project s defined process. SP Contribute work products, measures, and documented experiences to the organizational process assets. Add lessons learned, measurements, and other types of process improvement information to the organization s process improvement repository. This repository should be available for planning new service functions and new customers. SG 2: Coordination and collaboration of the project with relevant stakeholders is conducted. SP Manage the involvement of the relevant stakeholders in the project. Focus on strategies that manage the challenges of geographically distributed stakeholders via collaborative technologies. SP Participate with relevant stakeholders to identify, negotiate, and track critical dependencies. CMU/SEI-2003-TN

22 SP Resolve issues with relevant stakeholders. Document and resolve all issues that were raised at these forums using collaborative technologies to minimize the impact of geographic location. SG 3: The project is conducted using the project s shared vision. SP Identify expectations, constraints, interfaces, and operational conditions applicable to the project s shared vision. Emphasis importance of meeting service goals, such as balancing performance requirements and customer satisfaction. SP Establish and maintain a shared vision for the project. Be prepared to revise the vision to meet changing customer perceptions and other stakeholder needs. SG 4: The integrated teams need to execute to execute the project are identified, defined, structured, and tasked. SP Determine the integrated team structure that will best meet the project objectives and constraints. Structure the service teams by evaluating functions to be provided. Consider best value of service, current and projected costs, and future business opportunities. SP Develop a preliminary distribution of requirements, responsibilities, authorities, tasks and interfaces to teams in the selected integrated team structure. Plan the initial allocation of roles and responsibilities based upon an analysis of cost versus achieving and maintaining service level requirements. Be prepared to consider factors, such as availability of collaborative technologies, labor costs and team member past performance records. SP Establish and maintain teams in the integrated structure. Develop a plan to evaluate team performance. Recognize and plan for the changing environment in the customer base. Identify and mitigate risks, such as loss of key personnel, changes in customer perception of service quality or even changes in corporate ownership. 3.6 Measuring Process Predictability Quantitative Project Management PA Reacting quickly to changing marketplaces, staff reductions, and changing environments at customer sites is a necessity for service organizations. Organizations that have established achievable measures of performance and are experiencing predictable performance of critical processes are better positioned to respond rapidly to needed changes. The practices in the Quantitative Project Management PA cover management techniques to increase agility in meeting the challenges of change. Table 8 provides interpretations of the specific practices of the Quantitative Project Management PA for service organizations. 14 CMU/SEI-2003-TN-005

23 Table 8: of the Quantitative Project Management (QPM) PA SG 1: The project is quantitatively managed using quality and process-performance objectives. SP Establish and maintain the project s quality and processperformance objectives. Choose the critical service functions that have a business case for developing statistical predictability and define the quality and performance objectives for the project. SP Select the subprocesses that compose the project s defined process based on historical stability and capability data. Select from the organization s process repository the key processes that have the best chance of meeting the established service performance objectives. SP Select the subprocesses of the project s defined process that will be statistically managed. Select critical subfunctions that are within the service organization s control and have a business case for statistically managing their performance. Identify process and product attributes of the selected subprocesses that should be measured and controlled. SP Monitor the project to determine whether the project s objectives for quality and process performance will be satisfied, and identify corrective action as appropriate. Implement the necessary analytical and statistical methods for the identified subprocesses. Review the results of process performance and be prepared to take corrective action to improve the performance of the subprocess. Be very sensitive to changes in customer s perceptions to process performance. SG 2: The performance of selected subprocesses within the project s defined process is statistically managed. SP Select the measures and analytic techniques to be used in statistically managing the selected subprocesses. Both the owners and performers of the critical subfunction should understand and select achievable performance measures. Expect to use collaborative technologies when these communities are geographically separated. Define the measures and analytic techniques to be used in (or proposed for) statistically managing the subprocesses. SP Establish and maintain an understanding of the variation of the selected subprocesses using the selected measures and analytic techniques. Ensure that the owners and performers of the selected subfunctions recognize and understand, from past experiences, common (routine) and special (exceptional) causes of variation of process performance when implementing the techniques selected in SP SP Monitor the performance of the selected subprocesses to determine their capability to satisfy their quality and process-performance objectives, and identify corrective action as necessary. Monitor the statistical performance of the subfunctions and be prepared to identify, and if appropriate, correct special (exceptional) causes of process variation. When identifying corrective actions, consider both near term and long term factors, such as changing customer needs. SP Record statistical and quality management data in the organization s measurement repository. Record the performance history of the subprocess, including the statistical analysis, corrective actions (including the actual costs benefits of the corrective actions), and trends in the organization s process repository. Be able to quantitatively justify the impact on changing a service process. CMU/SEI-2003-TN

24 3.7 Planning and Deploying Teams Integrated Teaming PA Major challenges in implementing an Integrated Product and Process Development (IPPD) approach in service organizations include the lack of a tangible evolving hard product and positioning the service product to meet the rapid changes in customer expectations. The practices in Integrated Teaming (IT) are useful in helping to define a realistic team vision, charter, and performance expectations in the dynamic environment typical of a service organization. Applying the practices in IT to service organizations supports the continuity of team performance that is essential to meeting service-level requirements in the dynamic services environment. Table 9 provides interpretations of the specific practices of the Integrated Teaming PA for service organizations. Table 9: of the Integrated Teaming (IT) PA SG 1: A team composition that provides the knowledge and skills required to deliver the team s product is established and maintained. SP Identify and define the team s specific internal tasks to generate the team s expected output. The fluid, dynamic nature of service projects requires particular attention to avoid performance bottlenecks. SP Identify the knowledge, skills, and functional expertise needed to perform team tasks. Service functions are susceptible to dynamic requests for either additional staff or new expertise. Identify likely sources of additional staff and needed cross training. SP Assign the appropriate personnel to be team members based on required knowledge and skills. Service functions with high service level requirements need to consider the impact of lack of continuity and availability of team members with specialized skills. Develop agreements for rapid reallocations to meet customer requirements. SG 2: Operation of the integrated team is governed according to established principles. SP Establish and maintain a shared vision for the integrated team that is aligned with any overarching or higher level vision. Develop a shared vision that reflects not only achieving current service level goals, which will be dynamically changing with the customer environment, but also long term impacts on the participating service organizations. SP Establish and maintain a team charter based on the integrated team s shared vision and overall team objectives. Expect and plan for changes to the language in the service organization charter that identifies measurement goals to keep pace with the dynamics of the customer base. SP Clearly define and maintain each team member s roles and responsibilities. Initially defined roles and responsibilities will be influenced by changes in the customer s requirements and environment. Expect frequent modifications. 16 CMU/SEI-2003-TN-005

25 SP Establish and maintain integrated team operating procedures. Operating procedures in service organizations are particularly susceptible to the dynamics of the customer base or changes in team composition. Minimize these impacts by establishing communication and training networks using collaborative technologies. SP Establish and maintain collaboration among interfacing teams. Minimize impacts from geographical and time zone separation for team hand offs by conducting team meetings using collaborative technologies. CMU/SEI-2003-TN

26 4 Interpreting Support Functions for Service Organizations The range of services offered by service organizations is rather diverse. For example, seat management services may provide help desk support, upgrading the customer s networks to support wireless access, licenses for online mail order firms, as well as integrating tools and other packages that support customer operations. The complexities of each of these examples require a backbone of effective support functions. The PAs in the Support PA category provide practices for developing and maintaining the support functions. 4.1 Understanding the Cost of Providing Services Measurement and Analysis PA A crucial activity in understanding the costs associated with providing services is planning what data to collect. The range of this information is vast and has the hidden costs of collection, analysis, and reporting. At a high level, these costs are typically viewed as only direct labor costs. To better capture the cost of providing services, a service organization should develop a measurement plan and implement a measurement program. The purpose of the measurement program is not only to collect and analyze existing stovepipe measurements, but also to integrate these existing measurements into use when evaluating business objectives. Developing this strategic view starts with first identifying the business objectives of the service organization. After identifying its business objectives, the service organization can then determine which existing measures are useful in evaluating these objectives as well as any new measurements that may be needed. Table 10 provides interpretations of the specific practices of the Measurement and Analysis PA for service organizations. Table 10: of the Measurement and Analysis (MA) PA SG 1: Measurement objectives and activities are aligned with identified information needs and objectives. SP Establish and maintain measurement objectives that are derived from identified information needs and objectives. Define measurement objectives based upon the information needs of the project/contract (or organization), such as improving customer satisfaction and managing actual costs. 18 CMU/SEI-2003-TN-005

27 SP Specify measures to address the measurement objectives. The life cycle of a service organization, unlike development organizations, may not have convenient schedules for collection of measurements. Remember when selecting the measures to specify measures that are both easy to collect and validate. SP Specify how measurement data will be obtained and stored. Plan how to non-intrusively collect measurements without influencing either the providers or the customers. SP Specify how measurement data will be analyzed and reported. Develop analysis procedures that will be used to assess how well measurement objectives are met. Expect these procedures to change as the measurement objectives change to reflect changing customers needs or environments. SG 2: Measurement results that address identified information needs and objectives are provided. SP Obtain specified measurement data. Consider using collaborative technologies to streamline data collection according to procedures established in SP SP Analyze and interpret measurement data. Plan for the appropriate service team members to analyze measurement data according to procedures established in SP Be prepared to address issues arising from a lack of understanding of the measurements by the domain experts in the service team. SP Manage and store measurement data, measurement specifications, and analysis results. Establish and communicate to the service team functions the access rights to performance measurements. SP Report results of measurement and analysis activities to all relevant stakeholders. Use and keep relevant stakeholders updated through tailoring by service function using techniques such as management dashboards and flash reports that summarize the performance of the service team functions. 4.2 Controlling Customer Information Configuration Management PA All service organizations receive and generate volumes of work products, including sensitive and proprietary information, much of which belongs to their customers. Large projects may manage numerous teaming partners and subcontractors to perform the service. Access to this information may be distributed across user sites and require the implementation of different access privileges. The practices in the Configuration Management PA cover deciding what information to control and practices for maintaining integrity and controlling access to the library. Table 11 provides interpretations of the specific practices of the Configuration Management PA for service organizations. CMU/SEI-2003-TN

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